Harvard Business Review
MAY 18, 2015
For the next year, Jessica Eliasi, then the director of Competitive Intelligence at Mars Chocolate, travelled the world running “competitive simulation” games with local market teams from Russia to Mexico to Turkey to England. To become more agile, s tart by rethinking your competitive intelligence process.
Harvard Business Review
JULY 31, 2015
The second requirement is to anticipate response to your competitive moves so that they are not derailed by unexpected reactions. On the other hand, management never questions the actual use of this information by employees in brand, product, R&D, marketing, business development, sales, purchasing or any other market-facing function.
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Harvard Business Review
NOVEMBER 26, 2013
The sales force has abundant information about the initiatives and products that your competitors are planning and, therefore, the kinds of choices that your customers will be facing in the near future. They fail to respond to the intelligence gleaned from the customer, either because they don’t care enough to use it or they’re unable to.
Six Disciplines
MAY 22, 2015
According to a recent study conducted by the Institute for Corporate Productivity (i4cp), only 29% of responding organizations report that they incorporate retirement forecasts into their knowledge transfer practices, and only a third add "skills gap analysis" into those forecasts. must be deployed.
Harvard Business Review
MAY 1, 2014
Big companies have it easy when it comes to gathering and utilizing competitive intelligence. They have a defined brand and a fairly clear picture of market penetration, differentiators, and existing products and services. To make this data useful, designate someone at the company to take control of competitive intelligence.
Harvard Business Review
JUNE 16, 2016
Baba Ramdev, the yoga guru owner of the fastest-growing local consumer goods company in India, launched a competing product, advertised as “healthier” than Nestlé’s and at a lower price point than Maggi. We must start to think differently about how business, management, and strategic intelligence works.
Harvard Business Review
MARCH 31, 2015
So consider what more productive event spending means for the bottom line. Goals can range from lead generation or gaining access to decision makers to actually selling products or services — measured against the expense and opportunity cost of that event. There’s not just one rationale for events.
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